Waiting will usually not change the outcome of a change. In some cases, the company will change even in the face of resistance from employees, especially if financial success is at stake.
This does not imply that change will be bad for you. In the end many changes result in positive outcomes. Benefits might include better tools, improved work processes, more secure jobs and new opportunities.
What might the change mean to me?
Change to a business can include:
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New ways of doing work•
New systems or tools•
New reporting structures or job roles•
New products or services•
New markets or geographic locationsThe actual change for you depends on your current job, the extent of the change, and the choices you make in response to the change.
With some changes, you may not be impacted at all. With major changes, you may be doing new work, using new tools or reporting to a new manager. With radical changes to the business, some employees may work in other departments or even move to other companies.
When the change is implemented, each person will be affected differently. In the end, how you react to the change plays an important role in how the change will impact you. In other words, what you are in control of is how you respond to change. In fact, how the organization views you and your future role in the company may depend on your response to change and the choices you make.
What are my choices?
Your choices about how to respond to change will vary as the organization moves through the change process. Think about the change in these time periods:
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When the change is first announced, but before the change is implemented•
During the change process, when the new solution is being deployed•
After the change is in place, following the implemen- tation of the solutionYour choices and their consequences depend on which phase your organization is in. The following pages provide potential choices you may make and the likely outcomes of those choices. In some cases choices you make may have negative outcomes. They may be bad for you and for the organization. Other choices you make will benefit you and enhance your ability to thrive in a changing organi- zation.
The choices shown on the following pages are separated into:
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Choices with typically negative outcomes•
Choices with typically positive outcomesThese examples help illustrate the conscious and uncon- scious decisions we all make regarding change.
Choices when the change is first announced
Choices that typically have a negative outcome when the change is first announced:
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Talk badly about the proposed change with your peers or subordinates•
Talk negatively about the organization or people in the organization•
Talk one way in public, but say otherwise in private conversations•
Stop performing your current tasks or perform them carelessly•
Have secret meetings with your subordinates where the change is minimized or not taken seriously Choices that typically have a positive outcome when the change is first announced:•
Learn about the change•
Ask how you can help•
Find out how you can prepare for the change•
Display a positive outlook•
Encourage constructive conversations with fellow employees•
Be open and honest with your feedback about thechange
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Be quiet and curious (this choice is acceptable during the early phases of a change)Choices during the change transition
Choices that typically have a negative outcome during the transition to the new solution:
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Block progress or sabotage the change process•
Talk negatively about the change in private conver- sations•
Ignore the change, pretend that it is not happening (denial)•
Prevent others from participating in the design of the solution or implementation of the designChoices that typically have a positive outcome during the transition to the new solution:
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Ask questions about the future•
Ask how the change will impact day-to-day operations•
Provide input to the solution•
Find out what new skills and abilities you will need to perform effectively after the change is in place•
Assess your own strengths and weaknesses•
Identify training that will be available to fill skill gaps•
Take advantage of the change to develop new skills and grow professionally•
Begin to “let go” of the status quoChoices after the change is implemented
Choices that typically have a negative outcome after the change is implemented:
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Avoid using the new work processes or tools whenever possible•
Tell peers or subordinates that using the new work processes or tools is not a big deal and shouldn't be taken too seriously•
Talk negatively about the organization with customers•
Revert to the old way of doing work when problems or issues arise with the change•
Take advantage of problems during implementationto argue why the change will never work
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Complain about the decision to make the changeChoices that typically have a positive outcome after the change is implemented:
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Reinforce the change with peers and subordinates•
Help the business achieve the objectives of the change (be results oriented)•
Avoid reverting back to old processes or ways of doing work when problems arise with the new processes and systems; be patient•
Help solve problems that arise with new work processes and toolsWhat are the consequences of not changing?
The consequences to you of not changing depend on how critical the change is to the business and your role. For changes that are less critical to business success or that do not directly impact you, the consequences may be min- imal. However, if you elect not to support the change, and the change is critical to the success of the organization, the possible consequences are:
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Loss of employment•
Reassignment or transfer with the potential for lower pay•
Lost opportunities for promotion or advancement in the organization•
Reduced job satisfaction as you fight the organization and the organization fights youWhat are the benefits of supporting the change?
The benefits of supporting the change, especially a change that is critical to the success of the organization, include:
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Enhanced respect and reputation within theorganization
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Improved growth opportunities (especially for active supporters of the change)•
Increased job satisfaction (knowing you are helping your organization respond effectively to a rapidly changing marketplace)•
Improved job securityWhat if I disagree with the change or I feel they are fixing the wrong problem?
Be patient. Keep an open mind. Make sure you under- stand the business reasons for the change. However, don't be afraid to voice your specific objections or concerns. If your objections are valid, chances are good they will come to light and be resolved. If you feel strongly against a spe- cific element of the change, let the right people know and do it in an appropriate manner.
What if they've tried before and failed?
The history of your company may include some previous change projects that failed. If failure is what employees are accustomed to, the organization will have a hard time erasing the past. In order for companies to be successful, everyone must be prepared to accept the past as history and focus on what lies ahead.
What if I am forced to do more for the same pay?
When your organization is undergoing a change, this usu- ally means that new processes, systems or skills are required. Your role in the changed environment may
include learning these new processes or acquiring new skills. Indeed, some of your responsibilities may change. For the old way of doing things, compensation may actu- ally decrease as the value of that work to the organization goes down. However, compensation for new work may increase as the value for new services and products increases. This is a part of change.